'Uses of Hris in Recruitment Process\r'

'INFORMATION SYTEMS AND RECRUITMENT Among the some definitions of Human Resource Management (HRM), this newspaper result approach it from a sistemic perspective. That is to say, HRM comprises the whole range of activities from the exigency to fill a free post to the season when an employee leaves the unanimous. The first one is the enlisting watch, which is divided into trey comprises: Application, infusion and acculturation. This paper get out leave tabu the latter, foc apply in the wasting disease of HRIS (Human Resources instruction Systems) for the enlisting process until the final appointment ratiocination.Specifically, the first end to be made by the firm is whether the enlisting get out be upcountry or impertinent. slacken 1 shows a comparative in the midst of the pros and cons of apiece type of enlisting. As it after part be seen, the ingrained enlisting has, initially, much(prenominal) advantages than the external. This is why several academic s (e. g. Deguy, 1989; Pena Baztan, 1990 and Diez de Castro et al. , 2002) press this option whenever it is feasible and sui flurry. Only in those cases that this is non binding or sufficient, the firm must safety to external enlisting. Nevertheless, it is necessary to keep in instinct that this statement is to be taken cautiously.Thither is no perfective aspect enlisting method; the choice forget make water to be made considering the particular circumstances of the firm and its objectives. European and Mediterranean conclave on entropy Systems (EMCIS) 2006, July 6-7 2006, Costa Blanca, Ali discountte, Spain J. A. Fernandez-Sanchez et al. subprogram of HRIS in enlisting process. The Spanish case. 2 Internal recruitment External recruitment advantages disadvantages Advantages disadvantages Low cost Limited offer high depend of candidates High cost Faster results use up conflicts Slower Better knowledge of candidates Lack of assurance due to excess of trustNo prior knowl edge of candidates Shorter socialization stop e actuallyplace Lack of innovation and new ideas pull ahead change and innovation Longer socialization period Business finale is fortified Business socialisation whitethorn stagnate Encourage modifications in culture Likely cultural shock Increases motivation between employees Likely discontent among non-selected May de-motivate Increases the build up of knowledge Factor for attraction and upkeep of ply Table 1. Internal vs. external recruitment The optimal use of internecine recruitment processes holds possessing an updated and accurate knowledge of the personnel of the firm (Leal Millan et al. 1999), for which a HRIS can be used. The simplest and cheapest of them all, well-nigh believably, is a human resource inscription (also known as Internal IS): a randomnessbase or registrar in which the largest amount of training workable is kept. Basic data to be included in this database ar the personal details, the recruitment dates, the positions held, promotions, and early(a)(prenominal) observations regarding their process and potential (Pena Baztan, 1990). Following this, it must be reminded that the home(a) recruitment sources argon to be employed wisely, because, on occasion, they may lead to deception instead of motivation.Likewise, in order to ensure that all cozy and external (if any) applications are considered equally, the former should be complemented with the most despatch knowledge available (Besseyre des Horts, 1988). Considering this frame of work, this paper intends to test two main hypotheses on the head of the use of these recruitment sources from an empirical point of view. On the one hand, regarding the relationship between HRIS and essential recruitment processes: Hypothesis 1: â€Å"The firms that deploy HRIS in their infixed recruitment processes pull up stakes put to death better than those who do not do it”.On the other hand, following those authors that root on cozy everywhere external recruitment decisions, the look into inquires whether: Hypothesis 2: â€Å"The firms that prefer innate recruitment decisions over external recruitment will perform better than those who do not do it”. Nevertheless, the implications that the affirmation or rejection of these statements will not be full understood unless a descriptive summary of the straw man and usage of business HRIS is carried out. This will be through prior to the factual test of the hypotheses alleged above.European and Mediterranean assemblage on Information Systems (EMCIS) 2006, July 6-7 2006, Costa Blanca, Alicante, Spain J. A. Fernandez-Sanchez et al. go for of HRIS in recruitment process. The Spanish case. 3 2 DATA ANALYSIS To study the two hypotheses, on with some descriptive data, a nation-wide empirical explore was performed. It was founded on the results of a prior research limit to the province of Alicante (Spain), in which the questionnaire was tested and the model was validated. reach Spain POPULATION 3000 Firms with more than 200 employees SAMPLE 334 valid answers (11,1%)STANDARD ERROR 5,2%1 Table 2. Technical data of the empirical research The T test, used to consider the inference of the observations, concluded that there were no epoch- make differences between the group of firms that did answer and that who did not. Consequently, the data here shown can be considered as valid indicators of the behavior of the Spanish firms with more than 200 employees. 2. 1 Use of HRIS in the firm: a descriptive analysis Before the two main hypotheses are tested, a complimentary analysis of the findings may lead to a better understanding of the implications of this research.This part of the study will deal with the descriptive analysis of the use of HRIS in the firm. The first dimension to be concerned somewhat is the type of knowledge system implemented by these firms (see Table 3). Traditional (manual) Files Computerised HRIS Manage ment of C. V. online F % V% C% F % V% C% F % V% C% YES 259 77,5 77,5 77,5 165 49,4 49,7 49,7 207 62,0 62,3 62,3 NO 75 22,5 22,5 degree centigrade,0 167 50,0 50,3 one C,0 125 37,4 37,7 100,0 Total 334 100,0 100,0 332 99,4 100,0 332 99,4 100,0 F= frequence %= fortune V%= Valid percentage C%= cumulative percentage Table 3.Most common applications of HRIS A a couple of(prenominal) facts stand out in table 3. For starters, over two thirds of the firms (77,5%) use manual HRIS, i. e. traditional files. This is managely due to their lower cost and easier handling. As for the most sophisticated systems, this is, the computerised HRIS, ba desire half of the firms employ them, although this has shown an increase tendency when compared to the results of the previous experimental research (in proto(prenominal) 2004, still a 38,6% of the firms gave an affirmative answer).The motivations underneath this exploitation include the sheer necessity to adapt to the requirements of a more convol uted organization, the desire to imitate those in(predicate) firms that had implemented them, or the uprising of more erudite managers in present time businesses, among others. Regarding the deployment of applications for managing C. V. s online (retrieving them and storing the education adequately), it seems easy and useful comme il faut to be reliable by 62% of the organizations. Regarding the use of HRIS in the recruitment policy, table 4 shows that every stage may benefit from them.Even though, their degree of application is inversely colligate to the timing and the complexity of 1 This error has been metrical for N=3000, assuming p=q and a corporate trust interval of 95%. European and Mediterranean Conference on Information Systems (EMCIS) 2006, July 6-7 2006, Costa Blanca, Alicante, Spain J. A. Fernandez-Sanchez et al. Use of HRIS in recruitment process. The Spanish case. 4 the task. As it was discovered before, more sophisticated HRIS (and, and so, able to assist in more complex tasks such as decision devising processes) are implemented by a smaller number of firms. Reception of pplications Data depot Data retrieval Decision making processes F % V% C% F % V% C% F % V% A% F % V% C% YES 294 88. 0 91. 0 91. 0 285 85. 3 88. 2 88. 2 216 64. 7 66. 9 66. 9 151 42. 2 46. 7 46. 7 NO 29 8. 7 9. 0 100 38 11. 4 11. 8 100 107 32. 0 33. 1 100 172 51. 5 53. 3 100 Total 323 96. 7 100 323 96. 7 100 323 96. 7 100 323 96. 7 100 F=Frequency %= parcel V%= Valid percentage C%= cumulative percentage Table 4. Use of HRIS in incompatible recruitment stages In sum, table 5 shows that 36,5% of the firms do use some HRIS application for all tetrad recruitmentrelated tasks, which taper two conclusions: ) HRIS are not an pocket tool, but they are seldom used in combination with other methods; and b) These applications are good enough as assistants and support devices, but they will never be able to substitute human criterion. Frequency Cumulative frequency % Valid % Cumulative % 0 14 14 4,2 4,2 4,2 1 28 42 8,4 8,4 12,6 2 80 122 24,0 24,0 36,5 3 90 212 26,9 26,9 63,5 4 122 334 36,5 36,5 100,0 Total* 334 100,0 100,0 *0= no HRIS; 1= HRIS for however one task; 2= HRIS for two tasks; and so on. Table 5. Number of tasks performed through HRISFinally, there was an intimacy in seeing whether several structural characteristics of these firms were importantly related to the use of HRIS. It can be seen in table 6 that only two classifications are affected by the use of HRIS: parent firms over subsidiaries, and the larger firms. These results respond to the logic that both types of organizations require a more complex structure, which may process in their decision of curseing on HRIS for leaner and more efficient recruitment tasks. VARIABLES CHI-SQUARED DEGREES OF FREEDOM SIGN. Family Business 4,241 4 ,374Parent /subsidiary 19,832 6 ,003 Public/private 1,295 4 ,862 Industry 36,434 28 ,132 % Permanent staff 13,960 12 ,303 Number of employees 28,320 8 ,000 Table 6. Use of HRIS concerning other classification treats European and Mediterranean Conference on Information Systems (EMCIS) 2006, July 6-7 2006, Costa Blanca, Alicante, Spain J. A. Fernandez-Sanchez et al. Use of HRIS in recruitment process. The Spanish case. 5 2. 2 Hypothesis 1: The firms that deploy HRIS in their internal recruitment processes will perform better than those who do not do itThe first supposal is tested with the aid of a new inconsistent created for the purpose of measuring whether the firms use internal recruitment methods based on HRIS applications. A Chi-squared test, carried out on the actual results against the null possibility, assesses that the actual results are different enough to overcome a certain probability that they are due to take in error with a statistical significance of 0,045, olibanum confirming the assertion of supposition 1.Hence, it is found that those firms that rely on internal recruitment processes based on HRIS applications have better outcomes in the slaying of the ordained person than those who do not. Table 7 shows the find frequencies and how this fact may affect the overall performance of the recruitment process. Regarding the firms’ impression on the effects of using HRIS to recruit good candidates, the majority of those that implement them (89,3%) accord in considering this fact â€Å"quite” or â€Å" surge” beneficial. It is outstanding as well the fact that only one of them has marked this item as â€Å"No beneficial at all”.Perceived outcomes recruitment/ selection No beneficial at all A little Quite Plenty Yes Internal recruitment and HRIS 1 (0. 3%) 31 (10. 3%) 209 (69. 4%) 60 (19. 9%) No 0 (0. 0%) 7 (21. 2%) 25 (75. 8%) 1 (3. 0%) Table 7. Concurrence of HRIS usage and internal recruitment. Effects on recruitment results. In addition, in order to find if the use of HRIS has a irresponsible influence on the outcomes of the recruiting process, another Chi-squa red test shows that a relationship is established between the independent variable (Use of HRIS) and the dependent one (Perceived outcomes of the process), with a 0,000 statistical significance.Therefore, it is statically affirm that a greater application of HRIS contribute in a positive manner to the outcomes of the recruitment process, and, in consequence, to the overall performance of the firm. This evidence agrees, once more, with hypothesis 1. 2. 3 Hypothesis 2: The firms that prefer internal recruitment decisions over external recruitment will perform better than those who do not do itBefore carrying out this test, it seemed necessary to see whether firms prefer internal recruitment techniques over external ones. To do so, a frequency analysis was carried out, as illustrated in table 8. Frequency % Valid % Cumulative % Never 5 1,5 1,6 1,6 in truth rarely 11 3,3 3,5 5,1 Rarely 19 5,7 6,1 11,2 Occasionally 62 18,6 19,8 31,0 Frequently 72 21,6 23,0 54,0 Very frequently 77 23,1 2 4,6 78,6 Always 67 20,1 21,4 100,0 gustatory modality of internal recruitment over external recruitment Total 313 93,7 100,0 Table 8.Preference of internal recruitment over external recruitment The low values of the â€Å"very rarely” and â€Å"never” categories, and the fact that 69% of the firms prefer internal over external recruitment on a â€Å"frequently” to â€Å"always” basis, demonstrate that it is internal European and Mediterranean Conference on Information Systems (EMCIS) 2006, July 6-7 2006, Costa Blanca, Alicante, Spain J. A. Fernandez-Sanchez et al. Use of HRIS in recruitment process. The Spanish case. 6 recruitment what organizations favour. The reasons under this tendency can be found in the advantages of internal recruitment methods, as seen in the literature review.As for the consequences of this choice, table 9 provides the results of the relationship between the use of internal recruitment by the firms and the perceived degree of sat isfaction with the outcomes of such a decision. None Of little satisfaction scourhandedly satisfactory Satisfactory Very satisfactory accompaniment of the last two Seldom 0 (0. 0%) 0 (0. 0%) 3 (30. 0%) 6 (60. 0%) 1 (10. 0%) 7 (70. 0%) Occasionally 0 (0,0%) 0 (0,0%) 12 (15,0%) 58 (72,5%) 10 (12,5%) 68 (85,0%) Sometimes 1 (0,8%) 0 (0,0%) 11 (8,7%) 97 (76,4%) 18 (14,2%) 115 (90,6%) lots 0 (0,0%) 0 (0,0%) 5 (6,9%) 44 (61,1%) 23 (31,9%) 67 (93,0%) Use of nternal recruitment Always 0 (0,0%) 0 (0,0%) 1 (5,0%) 11 (55,0%) 8 (40,0%) 19 (95,0%) Table 9. Degree of satisfaction with the outcomes of the recruitment process This contingency table indicates that those firms that use primarily internal recruitment processes seem more satisfied with their decision. Moreover, another Chi-squared test carried on these two variables rejects the null hypothesis of independence with a statistical significance of 0,013.Therefore, hypothesis 2 is confirmed, as has been argued by the work of other author s (namely Pfeffer, 1994 and 1998; Huselid, 1995; Delaney and Huselid, 1996; Delery and Doty, 1996) who show a positive relationship between the internal recruitment strategy and the performance of the firm. 3 DISCUSSION AND CONCLUSIONS The main conclusion of this paper is the fruition that the use of business HRIS is in a developing and retrieval. In spite of this, it is recognized the positive influence that these systems have in the recruiting process, which make us hark back that HRIS will gain a place in many organizations in the short and medium term.Regarding the commonest applications of HRIS, our findings indicate that a fairly large percentage of firms rely on these systems for at least one the stages of the recruitment process. Nevertheless, the presence of these applications is scarcer for the most complex and delayed in time tasks, such as decision making processes, because they require, in return, more complex HRIS. This conclusion is therefore reinforced by the find ings expressed above, since it is the developing stage of HRIS what leads to this decompensate situation. It was also observed that two groups of organizations lead the HRIS mplementation reduce: the parent companies, with regard to their subsidiaries, and the largest firms in terms of number of employees. This seems a logical finding because their more complex structures may benefit more of the advantages of HRIS to increase the aptitude of their recruiting processes. Besides, HRIS are found to be preferred in combination with other HRM practices, instead of on their own. This reveals that human judgement is still the main criterion for making decisions in this area, albeit assessed or supported by the information provided by the HRIS.As for the main hypotheses tested in this research, internal recruitment is the favourite method for filling in vacant positions within the firms, which confirms the theoretical assumptions that asserted that, even though both internal and recruitme nt strategies are to be considered, the former is less costly and provides more advantages to the firms. Indeed, the evidence supports that a better performance is pass judgment from the people internally recruited, which in turn will improve the overall business performance.European and Mediterranean Conference on Information Systems (EMCIS) 2006, July 6-7 2006, Costa Blanca, Alicante, Spain J. A. Fernandez-Sanchez et al. Use of HRIS in recruitment process. The Spanish case. 7 The same can be stated about the synergies caused by the interaction between HRIS and internal recruitment. The business managers, overwhelming, agree in the positive effects that the advantages of the latter, and the better quality information provided by the former, have in the outcomes of the recruitment decisions. Finally, we would like to express our own impression on this topic.It is our precept that HRIS add matched value to the firm as a whole and to the HRM department specifically. Despite this c onviction, shared out with many other academics of the field, we have reservations supporting that information systems may endow businesses with a sustainable competitive advantage on their own. Classic strategical information systems benefited from their being the first to arrive, but they soon became a commodity, even a compulsory asset in order to remain in the industry. Their pervasive see to it may inhibit other firms from developing the strategic changes needed for succeeding in the foreseeable future.\r\n'